Service Provision in the Framework of Industry 4.0

Rennung, Frank; Luminosu, Caius; Drăghici, Anca

doi:10.1016/j.sbspro.2016.05.127

Cited by 79 publications

(49 citation statements)

References 2 publications

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“…Economic benefits from a strategic perspective were derived from literature regarding Industry 4.0-based business models [1,36,40,41] and their positive influence on companies' competitiveness [25,[68][69][70][71][72]. Economic benefits from an operational perspective were derived from literature regarding different aspects that are enabled by Industry 4.0 based on data availability in real-time across the supply chain [3,28,30,42,74,75], manufacturing quality [3,75], mainly enabling cost benefits.…”

Section: Methodsmentioning

confidence: 99%

“…A consequent orientation towards services is expected, which accelerates the vanishing separation between product manufacturing and service provision. Companies can use these services to offer highly individualized and customized solutions [4,41]. Here, significant opportunities for manufacturing companies' global competitiveness are expected [18].…”

Section: Strategymentioning

confidence: 99%

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What Drives the Implementation of Industry 4.0? The Role of Opportunities and Challenges in the Context of Sustainability

2018

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Abstract:The implementation of Industry 4.0 has a far-reaching impact on industrial value creation. Studies on its opportunities and challenges for companies are still scarce. However, the high practical and theoretical relevance of digital and connected manufacturing technologies implies that it is essential to understand the underlying dynamics of their implementation. Thus, this study examines the relevance of Industry 4.0-related opportunities and challenges as drivers for Industry 4.0 implementation in the context of sustainability, taking a differentiated perspective on varying company sizes, industry sectors, and the company's role as an Industry 4.0 provider or user. A research model comprising relevant Industry 4.0-related opportunities and challenges as antecedents for its implementation is hypothesized. In order to test the model, partial least square structural equation modeling is applied for a sample of 746 German manufacturing companies from five industry sectors. The results show that strategic, operational, as well as environmental and social opportunities are positive drivers of Industry 4.0 implementation, whereas challenges with regard to competitiveness and future viability as well as organizational and production fit impede its progress. Moreover, it is shown that the perception of Industry 4.0-related opportunities and challenges as antecedents to Industry 4.0 implementation depends on different company characteristics.

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Section: Methodsmentioning

confidence: 99%

Section: Strategymentioning

confidence: 99%

What Drives the Implementation of Industry 4.0? The Role of Opportunities and Challenges in the Context of Sustainability

2018

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“…A consequent orientation towards services is very likely and this accelerates the vanishing separation between product manufacturing and the provision of services. Companies can use these services to offer customized solutions and a high degree of individuality (Rennung, Luminosu, & Draghici, 2016).…”

Section: Actuality and Relevancementioning

confidence: 99%

Management Approaches for Industry 4.0 – The Organizational Culture Perspective

Mohelská

Sokolová

2018

Technological and Economic Development of Economy

131

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The Industry 4.0 concept describes a decentralized production chain that extends from design to the supply chain, production, distribution as well as customer service. Cyber Physical Systems (CPS) employ software and internet-connected machines that communicate in real-time to reduce error rates and increase efficiency. The basis is the co-operation of separate control units that are capable of autonomous decision-making, managing the assigned technological unit and in particular becoming an independent and full member of comprehensive production units. The Industry 4.0 concept requires continuous innovation and education that not only depends on the peoples’ skills but also on organizational culture. Appropriate managerial approaches play a vital role in the development of organizational culture. Most studies discuss technical aspects, but do not pay attention to managerial approaches and organizational culture, which are a major factor influencing the success of this concept. The aim of the paper is to examine the level of organizational culture in the Czech Republic and to seek appropriate managerial approaches for the development of organizational culture that can support the environment for innovation in the organization and therefore facilitate the entrepreneurship in the Industry 4.0 concept. A partial goal will be, among other things, to identify the implications of Industry 4.0 for human resources. In order to determine organizational culture in organizations, a large study was carried out in the form of a questionnaire survey − the Czech translation of Wallach᾽s Questionnaire (1983). According to the findings, the respondents perceive the organizational culture in the organizations under review is more bureaucratic and supportive than innovative. In their view the signs of innovative culture are not so striking. It is necessary to change managerial approaches to support innovative solutions.

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“…Industry 4.0 came to respond to the increasing demand for innovative solutions in production and logistics, producers are focusing on creating greater value for customers, who are becoming more aware and advanced demanders for reliable, personalized and high-quality products (Witkowski, 2017). Industrial businesses are seeking more competitive position through acquiring flexible production lines, zero inventory, efficient resources allocation, high responsiveness to market demand, lower logistic and labor costs, and to acquire more competitive advantages above other competitors (Rennung et al, 2016;Wang et al, 2017).…”

Section: Introductionmentioning

confidence: 99%

Industry 4.0 as a Key Enabler toward Successful Implementation of Total Quality Management Practices

Sader

Husti

Daróczi

2019

Period. Polytech. Soc. Man. Sci.

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Industry 4.0 refers to the new technological development occurred at the industrial production systems. It evolved as a result of integrating Internet of Things, Cyber-Physical Systems, Big-Data, Artificial Intelligence, and Cloud Computing in the industrial systems. This integration aided new capabilities to achieve a higher level of business excellence, efficiency, and effectiveness. Total Quality Management (TQM) is a managerial approach to achieve an outstanding business excellence. There are several approaches to apply TQM principles at any organization. Industry 4.0 could be utilized as a key enabler for TQM especially by integrating its techniques with the TQM best practices. This paper suggests a theoretical framework for integrating Industry 4.0 features with the TQM principles (according to ISO 9000:2015 standards family) in order to open the door for further research to address the real impact of utilizing Industry 4.0 for serving the TQM implementation approaches.

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Service Provision in the Framework of Industry 4.0

Cited by 79 publications

References 2 publications

What Drives the Implementation of Industry 4.0? The Role of Opportunities and Challenges in the Context of Sustainability

What Drives the Implementation of Industry 4.0? The Role of Opportunities and Challenges in the Context of Sustainability

Management Approaches for Industry 4.0 – The Organizational Culture Perspective

Industry 4.0 as a Key Enabler toward Successful Implementation of Total Quality Management Practices

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